Hospitality Client-Caribbean
The client had a very diverse employee base, which crossed ethnic, religious, language, age, and work-habit differences. There were managerial personnel from the United States and Europe, and people born and raised in this country. Departmental personnel were from the country, Europe, countries surrounding the region, and South America.
Participants received feedback from raters within their own departments, their peers, and the primary department they worked with on a day-to-day basis. Participants based their selection criteria for identifying which department to include as that department they provided the most service to in the day-to-day operation of the resort. Participants selected their peer group based upon how long they had been interacting with one another and, most importantly, those peers whose feedback they valued.
Role Modeling
Participants received their results in a full-day feedback interpretation workshop. We reported the data by self (participant), boss, direct reports, key department each participant interacted with, and their peers. Upon completion of the sessions, participants created self-directed action plans and shared those action plans with their immediate manager (the boss) within one week of the session. During this initial follow-up meeting the participant and the boss reviewed, revised, and added additional action steps to each action plan for each rater group, based on the feedback results. Participants set additional follow-up meetings with their boss for the next three months to discuss progress and to receive additional feedback and coaching from the boss. Participants also summarized their overall strengths and areas for development across all rater groups in a one-page summary and shared that summary with those raters who provided them with feedback.
Group Data
We created group composite data for the client based on his demographic choices. The purpose was to identify and compare the collective strengths and areas for development for those managers who had been with the organization for less than two years, for three to five years, and for more than six years. We also created comparative group results by functions, e.g., maintenance, administration, security, grounds, and food and beverage. The client used the data with local consultants who then provided training based upon the feedback for the organization as a whole and/or for each function as needed.
Pre-Post Assessments
All participants were reassessed with the same 360-survey within thirteen months of their first assessment to measure progress towards and the effectiveness of their self-directed action planning efforts. The pre- and post-assessments confirmed continuing strengths to build upon and any areas that continued to present potential barriers to their careers. Action plans were created based on this new data. The assessment process started at the top of the organization and within six months moved to the middle management level. Within twelve months from the initial launch date the 360-process moved to the first-line supervisory level. The client aligned their performance appraisal to the 360-degree feedback survey to identify high-potential performers and those personnel who could be compensated for performing at an exceptionally high level and/or those who could lead or participate in special projects at the resort.
